Imagine being a super user of your company's own HR technology product. Imagine all the things you could do to innovate and transform HR practices within your organisation. 

This episode will focus on exactly that. Celebrating HiBob's third year sponsoring the Digital HR Leaders podcast, host David Green sits down with Nirit Peled-Muntz, HiBob's Chief People Officer, to discuss how the HR challenges they faced during the company's expansive growth inspired and shaped their innovative solutions.  

Tune in as they discuss:  

• The secret behind HiBob's tremendous growth from an HR perspective. 

• Specific HR challenges encountered during their growth journey and how they were overcome. 

• How being a super user of their own product has driven new feature pilots and inspired product innovation. 

• Strategies that led HiBob to be recognised among the top 10% of LinkedIn Learning's community. 

• The creation of a data-driven culture and the democratisation of HR insights within the organisation. 

• Personal insights on navigating the pressure of innovation and breaking through the noise of social media and success stories to focus on what matters for their HR function. 

• Upcoming developments in the HiBob community to look out for as we prepare for the future of work.  

This episode is a must-listen if you're an HR leader aiming to innovate and overcome growth challenges. 

Support from this podcast comes from HiBob, who brings us Bob, the most usable enterprise HCM according to Nucleus Research. Bob, is rated the most useable HCM solution in Nucleus Research's 2024 Enterprise HCM Value Matrix.  

Bob delivers tangible results for organisations through ease of use and fast setup, like for this US-based CRM vendor that achieved a 228% ROI. Need proof? Read how Bob increased productivity and reduced software costs by downloading the Nucleus ROI study here.  

Links to Resources: 

• Nirit Peled Muntz on LinkedIn: Nirit Peled Muntz  

• HiBob Platform: HiBob 

• MyHRFuture Academy: MyHRFuture 

[0:00:00] David Green: A recent Gartner study highlighted that HR technology budgets are anticipated to grow for a third year in a row.  Our Insight222 People Analytics Trends study conducted in 2023 similarly found that 58% of companies plan to increase investment in People Analytics technologies within the next couple of years.  One company that's been at the forefront of this investment is HiBob, a leading HR platform that is revolutionising the way organisations manage their people.  But what is also interesting about HiBob is that it is more than just an HR technology platform.  HiBob is a company that has developed its product by learning from the challenges it has faced itself due to its own rapid growth.   

So, joining me in this episode to share the HiBob story and discuss the growing pains of a rapidly scaling technology company, and how this is shaping the product roadmap of the HR tech products it provides to other organisations, is HiBob's own Chief People Officer, Nirit Peled-Muntz.  I'm excited to speak to Nirit today as it is not every day that you get to hear from a Chief People Officer who is directly involved in the development of technology solutions.  I'm curious to understand the HR and people strategies enabling HiBob's growth, the challenges it has faced and overcome, and how being a superuser of its own product has driven product innovation.  Do, without further ado, let's dive into the interview. 

Nirit, welcome to the show, delighted to speak with you today.  Before we get started, could you share with our listeners a little bit about your background and what brought you to HiBob?   

[0:01:56] Nirit Peled-Muntz: Hi David, really nice to be here with you today.  I joined the company four years ago and I think this is kind of my highlight in the career, because I have an extensive HR background, I work in different verticals, in different company size, always mostly national and mostly diverse.  But at HiBob, I have the pleasure to combine the HR hat, but also work with the product and be the HR head of an HR company, which is really great. 

[0:02:28] David Green: So, this is the third year that HiBob has sponsored the Digital Leaders podcast, which we're obviously really grateful for.  And actually, I don't know if you know, Nirit, but Bob is also the HR platform that we use at Insight222.  And over the years that we've been working together and also from observing from the outside, I've seen the tremendous growth within HiBob.  From an HR perspective, what do you think is the secret or secrets behind your success?   

[0:02:57] Nirit Peled-Muntz: Well, I think our challenges are not different than any other customer our age or a company at scale, right?  I mean, it's always about hiring, it's always about getting the right people, keeping the right culture.  But I think that the secret, for me, is the way we do it, of course, and I think that the most important thing is that we really are looking to do the right thing for HiBob, like what is the right thing for us when we scale and how we address those challenges, so for example, when you scale.  I joined more than four years ago, we were less than 200 employees and of course the employee profiles were much different.  We had only three locations, now we have more than eight.  Everything changed and I think we have to be really agile.   

So, when you look at hiring, for example, the profile of the people that we hire changes all the time.  So, I think almost every six months, we have a good deep dive into the profile.  We change them together with the hiring manager and with the talent acquisition team and we make sure that we have the right profile and we hire the right people.  Of course, we also change our hiring method, what kind of assignment we give, who are the people who are involved in the hiring process.  When you look at culture, for example, again things that were really great for a small company of 200 people are not the same for a company of over 1,000, so we change.  Just a very small example, before, we used to have surveys or we are great believers in continuous listening.  So, we want to be as much as possible in interaction with our teams.   

I think what was also very unique, I joined just during Corona, which was a very interesting time for HR, and we tried to create a very global and inclusive environment.  So for example, at the beginning, we used to run all-hands every month and survey every month.  But now, when we are growing and scaling, of course we cannot do it and it doesn't make sense, because the company grows, there are different needs, so we changed the structure.  We do now the all-hands on a quarterly base, we do the survey every four months, but we do a lot of things that are more local and within the function in the department.  Growth opportunities within the company again, you bring all those great people into the company but you want them to also be able to strive and stay with us for a longer period.  So, we started to create our growth opportunities and internal mobility policies, but also making sure that the people have the ability to learn and develop their skills and probably we will talk also about learning and what does it mean in a scale-up company, and managers of course.   

I think leadership is one of the keys for healthy growth of the company.  So, again, we invest so much in creating a lot of good programmes and workshops and training for the managers, but moreover we created communities of managers to share information, to share ideas, to bounce with their colleagues, but also it's created a very cohesive and strong alignment between the managers and helped us to have one voice over the company, even while we grow.  So, through the survey, the data that we get, and of course through a lot of other areas that we have connection to the employees, we listen and we change our programmes and plans all the time accordingly.  So, we collect the feedback, we hear that, I don't know, there is a drop in engagement in a specific site.  Of course, we do a deep dive and understand what is not going.  We hear that people feel that they are not recognised enough, so we of course create a recognition programme.  

I think that this ongoing listening and taking action accordingly is definitely one of our great ways how to scale and to grow in a healthy way. 

[0:07:13] David Green: I think it's fantastic, and you've talked about some of the kind of -- obviously, one of the challenges for any organisation that's growing by that much that quickly is that culture, as you said, the culture that gets the company to 200 employees.  What's the role you play and your HR team and, I guess, the HR leaders in all the different markets; what roles are you playing in helping to shape that culture and evolve that culture? 

[0:07:41] Nirit Peled-Muntz: Well, I think we look at ourselves as champions of the culture, right?  So, the business leaders of course, we work very closely with the leadership and with all our managers and leaders.  But I think at the end, there is 1% in each one of those locations who is a culture champion, and this is the people function.  But you know, culture is a combination of so many things, right?  There are so many people in the company, so many different views, different cultures, different perspective.  I think what I love at HiBob is the fact that I never heard anyone saying, "Oh, it used to be so great, and now there is always this notion of nostalgic and things were better".  I think at HiBob, we always feel that there is an enhancement and there is a development of the company and the culture to address the growth.  I think that everybody understands and this is also our role to translate it and to explain the why, like why do we do things differently?  Why, for example, we had all-hands every month and now we move into the quarterly?   

By the way, before we did that, we ran a survey and we ask the employees, "What do you want to hear, and how much?" and then it's very easy also to explain because we are using data, right?  We say, "Okay, 60% of the people want to hear this and this", or, "50% prefer to have it on a quarterly base", and this is how we address it.  I remember even during Corona, when we started to move back into the office, we ran a survey with the employees and we asked them, "What do you find beneficial of working at home?  What do you find beneficial working in the office?"  And I think that because we keep this very close connection with the employees, we keep the trust and the dialogue, people feel that they are part of this culture.  It's not that me or Ronni, the CEO, is coming with our own perspective.  We create a perspective while we grow together with the team, which I think is very powerful. 

[0:09:53] David Green: Yeah, it's really powerful.  And listening to you, it's so impressive how you evolve the culture by listening to employees and making that change and that evolution with them, rather than just doing it to them.  And maybe that's one of the secrets behind your success, certainly from a people perspective. 

[0:10:13] Nirit Peled-Muntz: If I may say, I think that the other thing is really the trust, which is a very strong element.  We always believe that our people come with great intention, with great skills, and if we create the right environment, then they can really strive and grow.  And so, it comes with so many things.  For example, I was talking about the hybrid, right?  I mean a lot of companies talk now about coming back to the office.  No, I trust my team.  I think that they know exactly where they can work well and how can they be successful, and we allow them.  Or, we heard from the team that they want to have the opportunity to explore and work from other places, so we created a policy called "work from anywhere" and everyone can work at least a month abroad.  Of course, they need to have a good internet and connection and be at their working hours, but think about this great opportunity you can go to.  One of my team is now in Thailand and he is working from there, enjoying the beach in the morning, but fully invested in the afternoon, but it's such a great experience.  And I think that if we would not trust the team, we would not be able to allow it. 

[0:11:22] David Green: Now, Nirit, as you said this in your introduction, essentially as Chief People Officer of HiBob, you're a superuser of your own product.  How has this helped you and the organisation pilot new features and inspire product innovation? 

[0:13:09] Nirit Peled-Muntz: I think that one of our missions in the HR team at HiBob is being the superuser, and as some of the team members say, "We are the model of HiBob".  So, I think it's again, it's a dialogue, right?  We come to the product team and say, "We need this", and we have the dialogue how to achieve it.  I think one of the most beautiful examples I can give you is that when I joined, Ronni said, let's create our values.  And I said, "Ronni, I think it's actually a little early.  I just joined, and we are in the middle of Corona.  Let's give us a little time to understand what is going on, and we'll get there soon".  And actually, when we started to scale, I understood that it's really needed, because we had a manager that were hiring people before they even joined.  It was that crazy.  So, I was thinking, we need to create the knowledge from the people's mind into something written that can be really absorbed and communicated with the organisation.  And again, we did a very interesting process.  We had a value squad that was going and they call themselves "detectives" rather than creators.  They just collected a lot of information and from all those themes, created what is our values.   

But when we presented it to the leadership to get their buy-in, Israel David, our CTO, said, "But we have to have a place for that on Bob.  I mean, we cannot have it just as posters on the walls".  So, it was his commitment actually to come and create a place that we can host our values.  And actually, a few months ago, it came to life, and now we have a specific place on Bob that you can upload your values, you can tag them through the communication, you can use them while you are doing your performance reviews.  And for me it was such a pleasure, because this is something that I haven't seen, by the way, in any other HR systems. 

But now, we are working on the Bob Hiring and my talent acquisition team was actually part of the product team.  They had a weekly meeting with them.  They were providing feedback, they were providing insight.  We did the better, but now we are in the integration.  Actually, we feel a little bad because we are in the hiring peak, so we said we cannot just go live immediately, but we took a bit more conscious process.  We start with R&D because again, I think that the R&D engineers were really super-excited to start to use the Bob Hiring, and now hopefully in September we will go live fully.  But again, through the beta, all those things that you find that can be done better, the employee experience, which is beautiful, and I think it just creates so much excitement and fun to my team. 

[0:16:10] David Green: So, putting my entrepreneurial hat on, Nirit, how does HiBob's growth mirror the development of maybe the ideal customer profile that you work with at the company? 

[0:16:23] Nirit Peled-Muntz: Actually, I feel that there is a very strong connection.  I mean again, when I joined we were less than 200 employees, now we are 1,000.  It's also, I think the sweet spot or the size of our customer.  When I joined, it was between 200 to 300, maybe 400, now we are at 1,000, right?  We used to be on three sites, now we have nine sites, different time zones, different legislation, different needs and complexity that is adding.  Even when you look at analytics, when you're a small company and you have less than 200 employees, yeah, it's quite flat.  But when you have such a big company with different sites, with different geos, with different function, the depth of information is enormous and so interesting and exciting. 

[0:17:17] David Green: What are some of the initiatives and strategies that have led to this achievement, and maybe from a learning and development and mobility perspective? 

[0:17:26] Nirit Peled-Muntz: So, I think it again comes to our culture, right?  And we talk about the trust and we talk about the kind of dialogue and even democracy that we love to use.  So, I think also in learning, we invest a lot in creating our philosophy around learning and the growth mindset, but we also do that with our employees.  So, I think that the first section that my Senior Director of OD and Learning, Rami, created is the lab, which is a kind of advisory board, learning advisory board, that is representative of people from around the organisation or the function.  He called it the Parliament.  And they discuss the needs, they discuss the learning paths and what are the priorities and how should we address it.  So, I think this was the building stone of the learning at HiBob. 

Then, of course, we implement the systems and the right tools and we have Udemy and LinkedIn Learning and a lot of workshops.  But I think that the most interesting and unique thing is the way that we address it.  We give full autonomy.  Everyone at HiBob can be a maker, right?  They can create content, they can upload, they can share, they can comment.  So, we continue to create this crowdsourcing or the crowd power of the people, and we also almost never mandate a course.  I mean, at least only if it's security or something that is needed by legislation and we have to do that, but all the rest we always explain why.  We explain to people and we share why it's important, why they should do that and then we give them the authority and the autonomy to do it when they want and how they want.  And it's amazing, we have 75% of active users, which is I think a very, very high percentage of users.  And think about it, that it's without mandating any course.  It does create so much excitement and I think love around learning that we are very, very proud of. 

[0:19:37] David Green: And I guess that supports career pathing within the organisation as well, maybe whether that's different locations as you grow and expand into other markets, or different career paths, not the traditional ones that maybe you start in R&D and you stay in R&D; maybe there's opportunities to go elsewhere.  I mean you mentioned that a lot of the people you employ have an HR background as well for example.   

[0:19:58] Nirit Peled-Muntz: Yeah, and one, of course, we have a policy in place and we always try to encourage people to apply and we always look for opportunities.  But I think that also when we look at the skills, actually our employees can create their own paths even within the learning.  Because let's say we have 1,000 employees and probably more than 300 roles in the organisation, we cannot create passes for each one of them, but we can really help and think about it as a library, right?  And when you come to the library, you can create your own.  So, we help them understand the skills and we help them understand where can they find the training for obtaining those skills, or what would be the best way.   

I think each one of us nowadays is responsible for his own career development, right?  So, we see ourselves many times as gardeners, like we plant the garden, the landscape.  Even when you look at it, you need to create, you need to plant the seeds, but then you need to give them the water and the air and the sun so they can grow independently.  You need to take the weeds out, you need to really create your own beautiful garden and it does take a lot of work to do that.  I also have a garden here, so I know! 

[0:21:20] David Green: Yes, we had a lot of rain in the UK so the garden is quite enjoying that at the moment.  I like the way that you mentioned that you enable your employees to create and curate their content on your learning platform as well, which you're effectively giving people permission to come and plant their own, so you can keep your analogy going, plant their own flowers and trees within the garden as well, which obviously helps the content expand, but also means that employees have an opportunity, I guess, to get involved as well.  Rather than just be consumers, they can create and curate as well.   

[0:21:56] Nirit Peled-Muntz: Yeah, and we can see.  I can tell you about another great story.  We just acquired a small company in Lisbon two years ago that is helping us creating actually our learning model.  And through the acquisition, we started to see the impact of the culture differences, because when you acquire a company, you have a very careful look on the differences and what work and what not work.  And actually, two of those great individuals who joined us for the acquisition is part of the learning team.  And then we came up with -- part of the dialogue and the discussion is that actually, we understood that we need to run cultural intelligence training for the whole organisation.  So, we use the culture map methodology.   

But again, because we wanted people to be very connected and we feel that this is how we react, so we invested in buying of course the knowledge.  But then we train the trainers and our own people, so some of them are from the people team, but also people from product, people from enablement, people from the sales organisation.  They just run their own workshops across the organisation.  Now actually because of the excitement, we are building the second phase for specific departments.  But again, it comes from a specific need.  We work through the teams in a way to find the right solution, what would be the best way, we work all together and then it's not an HR initiative, it's a company initiative, and it makes it so much more impactful and meaningful. 

[0:23:50] David Green: What about creating a data-driven culture, or I think as you actually phrased it, the democratisation of HR insights?  Do you find that business leaders and managers, both within HiBob but also maybe with your customers, are using Bob to help inform their practices; and if so, can you share any specific examples? 

[0:25:02] Nirit Peled-Muntz: Of course.  I mean we just finalised a media merit cycle, right?  And I don't know how you did it in your company or in other places, but many times it's with Excel and the manager says something, and then there is a dialogue with HR, and usually the HR decides and that's it.  We actually, through HiBob, can provide the manager all the information they need so they can see what is the compensation of their employees right now.  Because I know you also hosted Sarah and they spoke about the pay transparency and how important it is, creating this internal equity.  And this is something that I'm very, very passionate and caring about.  I think that you always need to make sure that people are being paid fairly, but also at the same kind of level and there is no huge gap.  So, we always share with the employees how we created our ranges and how we build them.  But then, when you give the manager the opportunity to use it and they can see really where are the employees, we create eligibility.  But then we also give the manager the autonomy to decide where do they need to put their money.  So, this is just a great example from yesterday.   

But I think overall, you know Bob a little bit, so you know how easy and friendly is the dashboard.  There is out-of-the-pocket dashboard, and actually each one of the managers can have his own headcount data, the history of his employees.  So, let's say I have a tough discussion with an employee, and now I want to remember what exactly happened, or I want to think about their growth and career and I want to see what was the last performance review that we had or maybe three years ago.  So, all of these are at their own hand, they don't need to come for HR, they don't need to invest that much and they can also build their own reporting, they can create their own leader data.  And I think that the wealth of data that they can use and the autonomy that they have makes them more accountable. 

[0:27:18] David Green: Yeah.  I mean ultimately, it's about providing managers with insights that help support them to make just data-informed decisions, I guess, in the flow of work, whether that's around hiring or pay or promotion or performance, or in all those areas.  And I guess one of the things, again, that you and the HR team can support the development of the platform is, if there's information that you need from an HR perspective or your managers in your company are demanding, then you can actually then help make that functionality available in the platform as well.   

[0:27:54] Nirit Peled-Muntz: Of course, and believe me, I mean sometimes they are really upset with us because we come with a lot of demands, and we are not always prioritised because there is also a paying customer, right?  There is a short blanket and we always need to get the right decision.  But yes, we contribute a lot.  And I think another great example is also our survey that, as I mentioned, we are very heavy users.  And when we were a small company, it was not that difficult.  We had fewer managers and we can support them from the HR perspective, and created the data and the presentation that they can use.  But actually now, with more than 1,000 employees, this is not possible any more, it's definitely not scalable.  And actually, we work with the product team and now, I mean we ran the survey ten days ago and actually today, we are sharing with all the managers their reports.  So, if you are a manager with more than five employees, you have the report, you don't need to wait for the HR.  Of course, you will have the discussion with us and we will help and we provide templates and tools, but they are fully independent and they can run their own show, which I think is crucial. 

[0:29:11] David Green: Turning more towards you, Nirit, social media, podcasts like this, other podcasts as well, and of course in your case -- 

[0:29:18] Nirit Peled-Muntz: But yours is the best, of course! 

[0:29:20] David Green: Oh, well, thank you very much.  The cheque's in the post!  And in your case, working for a company that's actually an HR platform as well, you must hear so many powerful success stories of great innovative initiatives that your customers are achieving with the platform.  I'm sure maybe for you, maybe for some of your colleagues, that can create a little bit of anxiety sometimes that maybe you're, "Oh, we're not doing that, maybe we should do that".  How do you break through that noise, because it's very easy to just try and follow what other companies are doing, when obviously what you really need to do is think about what's important for HiBob? 

[0:29:58] Nirit Peled-Muntz: Yeah, well I have to admit that it was a little bit of anxiety at the beginning, because I joined and I think that the first probably two, three months, I had so many people coming to me and said, "Oh, we have seen this beautiful initiative".  And we have so many smart colleagues around with really beautiful initiative programmes, but I think that we always need to look internally and understand what is the right thing for us.  So, what is the right thing for the -- even as I told you before about values, I think values are crucial for a company.  But I think there is the right time and the right way to do that.  And I have seen also very unsuccessful, I have been doing very unsuccessful process like this.  So, we always need to learn from the experience.  There is initiatives that might be very expensive and maybe not the right thing for your company's budget right now, different aspect.   

So, for me, I remember when I joined, Ronni was asking me, "What is your philosophy, your HR philosophy?"  I was like, "Ronni, I need to create my own philosophy here at HiBob, right?  It's not a philosophy that I have at IQVIA or at Caesarstone, it's a different one that is tailored with you and with the organisation and what we want to achieve together.  And I think once we created this philosophy that is really around nurturing a safe culture and growing people, then when you are looking at each idea or initiative, you just need to balance them to your philosophy and to your values and see if this is the right thing.  And I think it does take some guts to say no and I always take a lot of time to explain that the, "Why?  Why not?" is also important.  But I think that employees and managers are adults and when you explain to them, usually they understand and I think through those conversations, well sometimes they even convince me differently.  But I think that through those conversations, we grow and we understand what is the right thing. 

I think one of the biggest compliments that we got was, I think we had an employee who was joining from a very successful company which has very lavish parties and events, and he came to my employee experience leader and told her, "At HiBob, we do small events but it's so meaningful, and I always feel that it's the right thing at the right time", and I think this is what we want to achieve.  We want to make sure that what we are doing is in the right time and in the right messaging, and has the best impact.   

[0:32:49] David Green: Two follow-up questions.  Firstly, how do you measure, as a people team within HiBob, how do you measure your own success within the organisation?   

[0:32:59] Nirit Peled-Muntz: Well, I think that we don't need to invent the wheel always.  So there is, of course, the very simple, classic KPIs that we look at, you know, staff turnover, attrition, we look of course about the growth, what did we plan and what did we initiate.  We are very passionate about diversity and inclusion, so we keep a very close watch on our gender balance, age balance and so on.  Yeah, so those are the classic APIs and of course we have a very, very comprehensive programme that we want to make sure that we are implementing in the right time for our purpose.  And of course, as I discussed, we have the survey, so this is a very deep dive into the employee ENPS.  Again, we are very proud we have around 50, which is extremely high.  If we invest in the leader communities, we want to see that there is a good representative of that in the survey.  And we carefully look.  If there is any drop, of course we put more attention, engagement, safety.  Everything is being measured on a quarterly base. 

[0:34:17] David Green: And then, this is a question I've always wondered but never asked.  Why Bob?  Where does the name Bob come from? 

[0:34:24] Nirit Peled-Muntz: Well, I think we wanted to create a friendly user.  Bob is kind of a person, right?  HiBob, say hi to Bob.  And I think that this is one of the main things that I think everybody loves about Bob, the Platform.  It is very friendly, it is very intuitive, it is something that I hate to say, but a lot of people hate the HR system, right?  It's like, "Oh, I don't want to go there".  And I think actually, it's so funny.  I go around and I have a lot of friends who use Bob, and they come to me and they said, "Oh, I've been promoted and Bob didn't do anything about it".  I'm like, "You understand it's only the platform, right?"  So, there is this connection, and I think that the name is really a great representative of the platform.  It's kind of your friend, Bob, who is here to help you as an employee, as a manager, as an HR. 

[0:35:19] Nirit Peled-Muntz: Is there anything listeners should be aware of and keep their eyes and ears open for with respect to upcoming developments in HiBob's product suite as we prepare, well arguably, we're in the future, but as we prepare for the future? 

[0:35:36] Nirit Peled-Muntz: We keep on enhancing it, right?  Well, yeah, I touched already I think that the Bob Hiring, which is just launching, and I think we are really excited about it.  Think about it that it's a great segue into the organisation and again, creating this great friendly feeling to the candidate.  I mean, we all at HR understand how important it is to be attractive, friendly, user-friendly to any candidate, because they need to choose, right, they need to choose to whom they want to even start the dialogue.  And I think that the experience and the journey that Bob Hiring will provide is fundamental and beautiful.  And moreover, it will connect us to the workforce planning and to the platform itself.  So, we talk about data.  Now we will have data from the day that we start interacting with any candidate to the day that they are joining, we can check and improve our own hiring methods and decision, and we will just have more data that we can work on.   

Also, with the planning, so we will put things in the workforce planning module, but then we can action them.  So, it will automate and create a lot of more visibility and great experience for us, for the managers, and for all the users.  So, yeah, we are very excited about it.  And I think that the next step in the module that is coming is our LMS, Bob Learning.  And as you can imagine, because we are such a great believer in learning, it's going to be essential and amazing. 

[0:37:21] Nirit Peled-Muntz: Wow!  Well, I look forward to seeing the rollout of Bob Hiring and Bob Learning as well, so very impressive.  So, Nirit, this is the question of the series, so we're asking everyone in this series of the podcast this question.  How can organisations use workforce data to drive culture, inclusion and engagement?   

[0:37:44] Nirit Peled-Muntz: Well I don't want to sound like a broken record, right?   

[0:37:48] David Green: No, you're allowed to! 

[0:37:50] Nirit Peled-Muntz: Well, I think that the data is a little bit like a GPS or like the light of the car.  It just provides you more visibility to what is going on in the organisation, right?  And I think the more the organisation is growing, it's more important, because again, when you're 25 employees or even 200, you can touch each one of them almost, right?  But when you're 1,000 employees, you need to really understand the sentiment.  You need to listen to them and you need to get the...  And I think if you use the data smartly, you can be very proactive in the way that you're addressing it.  And as we talk, you know, we want to make it quick on the flow of work, so people will have all this data and they can get their really smart decision almost on a daily base, right?  Like, "We feel something is not working there".  "Okay, let's have a deep dive into the data". 

Whenever we, for example, look at data, we always slice and dice it.  So, we don't always only look at, let's say, the engagement, but we slice it according to the size, according to the gender, according to the maturity or seniority in the organisation.  We always look if there is anything that we need to address.  And I think that when you have the ability to have this visibility, it gives you so much more power and better decision-making connections. 

[0:39:18] David Green: Yeah, I really like that.  Data, like the GPS, it helps you understand what's going on in an organisation, as you said, particularly as you grow and scale quickly.  And I guess in your case at HiBob, it will help you understand what's going on so you can make the right decisions that help you get from 1,000 people to 2,000 people to 5,000 people, or however big Ronni envisages you getting at HiBob!  So, a vast bulk of our listeners are going to be able to pull out lots of insights from this conversation, Nirit, so thank you very much for being a guest on the show.  How can listeners find out more about you on social media and also find out more about all the great work that you're doing at HiBob? 

[0:40:02] Nirit Peled-Muntz: Well, I'm on LinkedIn always and share a lot of information, so Nirit Peled-Muntz at LinkedIn.  And of course we have Bob, we have a lot of blogs and information that we share.  We really try to be a SALT leader around HR and HR best practices, so you're all really welcome to follow us on hibob.com.   

[0:40:25] David Green: Fantastic.  Well, Nirit, thanks for the conversation and I wish you a great rest of the day.   

[0:40:31] Nirit Peled-Muntz: You too.  Thank you so much, David, for having me.  It was a pleasure being here.